This is how you do it = This is a play for the multi-family investor

 From: McGill, Brian

Sent: Thursday, July 10, 2025 10:31 PM
To: mcre13@gmail.com
Cc: Clifton, Leonard <Leonard.Clifton@wyndham.com>
Subject: Topeka / ECHO Suites by Wyndham Info

 

Henry,

 

It was a pleasure meeting you this week! I appreciate you taking the time to introduce me to some of the city officials and share your vision for the future of Topeka. I will certainly be in touch, and we’ll get together next time I’m in the area. I have copied our Director of Development, Leonard Clifton, onto this email as well as his ‘Priority Market’ list. Leonard handles our New Construction / Select-Service brands in Kansas, and he is as eager to find the right developer for ECHO as I am. Per our discussions, I have provided some general information about the ECHO brand for your reference. Click the links at the bottom for more information, including the prototype.

 

• Most of the major markets are spoken for and blocked by the original developers who signed deals at the launch of the brand several years ago. However, as we discussed, I am bullish about finding a developer for Kansas because Kansas is the state where the extended-stay hotel concept was born and we have several highly desirable markets still available, including Topeka.
• We need roughly 2 acres of commercially zoned land to fit an ECHO Suites
• A 3^rd party management company is required, unless you are speaking with someone who already has their own management company.
• These Wall Street Journal articles really help drive home why this segment of hospitality is growing so quickly and why these assets hold so much appeal to institutional investors for developers who are looking to exit relatively quickly:
• WSJ: Extended Stay Hotels ‘Print Money’ for Investors in Covid-19 Downturn
• WSJ: Blackstone, Starwood Team Up Again to Buy Longer-Stay Hotels: Real-estate investors strike $1.5 billion deal for 111 properties under WoodSpring Suites brand; seller is Brookfield

 

 

ABOUT ECHO SUITES: “Durable, recur- able income. Month in and month out. If you like money, this is where you want to be.” – Ian McClure – Gulf Coast Hospitality (currently developing at least 30 ECHO Suites)

 

• 100% NEW CONSTRUCTION: The 124-room prototype was designed to maximize construction and operational efficiencies with input from experienced extended-stay developers.
• STREAMLINED OPERATING MODEL: ROI-driven operating standards focused on minimized staffing needs and enhancing profit margins. The 124-room box requires approximately 7 full-time employees.
• LONGER LENGTH OF STAY: Revenue strategy will exclusively target long-term guests, which helps drive predictable, recurring revenue. Incentives are given to owners who meet certain length-of stay criteria/goals regarding average length of stay.
• TAILORED EXTENDED STAY SUPPORT: Dedicated operational and sales support will be offered from a team of segment experts.
• 275 HOTELS IN THE PIPELINE: Pipeline comprised of top extended-stay developers, with 20 open or under construction and dozens expected to break ground in 2025.
• CAPITAL SUPPORT / KEY MONEY: Wyndham provides capital support to the right developers in the right markets.

 

Click the links below for more information about the brand:

 

• ECHO SUITES: Extended Stay by Wyndham (Development Page)
• ECHO Suites Brand Presentation
• ECHO Suites 360 Tour
• ECHO Suites Prototype
• HM on Location: How Wyndham Grew it’s ECHO Suites brand

Spencer - answer for Lauren's Bay = please

 Here are three burdens placed on compliant taxpayers when back taxes are not collected:

1. Increased Tax Burden: When a significant portion of taxes goes uncollected (the "tax gap"), governments may need to raise taxes on compliant individuals and businesses to make up for the shortfall in revenue. This can lead to higher tax rates or the introduction of new taxes, creating an unfair burden on those who are already diligently fulfilling their tax obligations.
2. Reduced Public Services and Infrastructure: Tax revenue is essential for funding vital public services such as healthcare, education, infrastructure development, and social programs. A persistent tax gap, exacerbated by uncollected back taxes, means less money available for these crucial investments. As a result, the quality and availability of public services can decline, impacting everyone, especially those who rely on them most, according to Oxfam.
3. Undermined Public Trust and Fairness: When tax evasion and avoidance are widespread, it can erode public trust in the tax system. People may feel that the system is unfair and that others are not paying their fair share, leading to a breakdown in the social contract between taxpayers and the government. This can create resentment among compliant taxpayers and even encourage further non-compliance, creating a vicious cycle of distrust and a less equitable society. 

In essence, uncollected back taxes represent a considerable lost revenue stream for the government and a heavy burden on those taxpayers who are fulfilling their responsibilities. This can lead to a less fair, less equitable, and ultimately less prosperous society for all involved

deep dive - super GROK

 Key Points

• The best outcome for Hotel Topeka seems likely to involve renovating and modernizing the hotel to attract more visitors, potentially rebranding it under a major chain like Hilton or Marriott.
• It appears the city aims to sell the hotel to a private operator to ensure long-term sustainability, while boosting local tourism and economy.
• There is some controversy among city council members about the city's involvement, but research suggests community integration and economic benefits could address these concerns.

OverviewHotel Topeka, owned by the City of Topeka through the Topeka Development Corporation, was purchased in 2023 for $7.6 million to revitalize it as a key tourism and convention asset. The hotel, located next to the Stormont Vail Events Center, has 224 rooms and 20,000 square feet of meeting space, but is currently outdated and in need of upgrades. The city’s plan involves renovating the hotel, possibly affiliating with a national brand, and eventually selling it to a private operator to minimize public financial risk. As of July 2025, the city is actively considering offers for the sale, with discussions ongoing about potential terms.Economic and Community BenefitsThe evidence leans toward the hotel generating significant economic benefits, with projections estimating 50,000 room nights annually by 2027, $20 million in visitor spending, $1 million in sales tax revenue, and $440,000 in Transient Guest Tax revenue. Community integration, such as hiring local staff and hosting events, could enhance local pride and address skepticism from some council members.Challenges and ConsiderationsThere is some opposition from council members and public skepticism about government involvement in the hotel business. Maintaining the hotel’s condition during the transition and differentiating it from competitors like the Cyrus Hotel are key challenges. The city has already spent over $11 million, including operational costs, which adds complexity to the financial strategy.

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Survey Note: Comprehensive Analysis of Hotel Topeka’s Best OutcomeThis survey note provides a detailed exploration of all potential ideas and strategies for achieving the best outcome for Hotel Topeka, owned by the City of Topeka through the Topeka Development Corporation. The analysis is based on available information as of July 10, 2025, and considers economic, social, operational, and innovative approaches to ensure the hotel becomes a thriving, sustainable asset for the community and visitors.Background and Current StatusHotel Topeka, formerly known as Capitol Plaza Hotel, was purchased by the city in 2023 for $7.6 million, funded through bonds, with the goal of revitalizing it as a key tourism and convention asset. The hotel, located at 1717 S.W. Topeka Blvd., has 224 rooms and 20,000 square feet of meeting space, adjacent to the Stormont Vail Events Center. It is currently outdated, with declining quality noted by city officials and Visit Topeka, necessitating significant renovations. The city’s plan is to renovate the hotel, potentially reflag it under a national brand (e.g., Hilton, Marriott), and sell it to a private operator to minimize public financial risk.Recent developments, as reported by local news sources, indicate that as of July 7, 2025, the city is actively considering offers for the sale of the hotel, with discussions ongoing about potential terms for the sale WIBW - City officials to discuss the sale of Hotel Topeka. The city has spent over $11 million on the hotel, including the purchase price of $8,573,600 and additional operational costs of $2,664,542 as of April 2025 CJ Online - Topeka leaders OK more funding for Hotel Topeka. This includes a recent funding request of $34,216.74 for repairing the York chiller, approved with a 6-3 vote, highlighting ongoing maintenance needs [Topeka Development Corporation Agenda, July 15, 2025].Economic projections suggest the hotel could generate 50,000 room nights annually by 2027, contributing $20 million in visitor spending, $1 million in sales tax revenue, and $440,000 in Transient Guest Tax revenue, positioning it as a vital asset for Topeka’s tourism economy KSNT 27 News - Future of Hotel Topeka taking shape. However, challenges include opposition from some council members, public skepticism about government involvement, and competition from newer properties like the Cyrus Hotel, which has received accolades such as the ‘2023 Best Hotelier of the Year’ award Cyrus Hotel Website.Detailed Strategies for the Best OutcomeTo achieve the best outcome, a multifaceted approach is necessary, covering renovation, economic impact, community integration, marketing, and financial management. Below are all possible ideas, categorized for clarity:1. Renovation and ModernizationThe hotel’s outdated condition requires significant upgrades to attract modern travelers. Ideas include:

• Full-Scale Renovation: Modernize guest rooms, meeting spaces, and common areas with contemporary design, energy-efficient systems, and advanced technology (e.g., smart room controls, high-speed Wi-Fi). Estimated costs could range from $5–15 million, potentially offset by grants or private partnerships.
• Sustainability Upgrades: Install solar panels, water-saving fixtures, and a green roof to reduce operating costs and appeal to eco-conscious travelers. Apply for federal or state sustainability grants to fund these improvements.
• Unique Design Elements: Incorporate Topeka’s history and culture into the decor, such as murals of Kansas landmarks, Native American heritage exhibits, or displays celebrating the Brown v. Board of Education legacy, creating a memorable guest experience.
• Accessibility Enhancements: Ensure compliance with ADA standards and add features like sensory-friendly rooms for neurodiverse guests, positioning the hotel as inclusive.

Historical discussions from July 2023 indicate the city’s intent to keep the hotel open during renovations to avoid disrupting events at the Stormont Vail Events Center, though this may increase costs CJ Online - City plans to renovate Hotel Topeka while keeping it open. Specific renovation details for 2025 were not found in public sources, but maintenance efforts, such as the recent chiller repair, suggest ongoing efforts to keep the facility operational.2. Economic and Tourism ImpactMaximizing the hotel’s role as an economic driver requires strategic positioning:

• Convention Hub: Leverage the 20,000 square feet of meeting space and proximity to Stormont Vail Events Center to attract regional and national conventions. Partner with Visit Topeka to offer package deals combining lodging, event tickets, and local attraction discounts.
• Tourism Synergy: Create itineraries linking the hotel to Topeka attractions like the Kansas State Capitol, Evel Knievel Museum, and Lake Shawnee. Offer shuttle services or guided tours to enhance visitor experiences.
• Event Hosting: Transform the hotel into a venue for weddings, corporate retreats, and community events. Add a rooftop event space with views of downtown Topeka to increase revenue from private bookings.
• Seasonal Campaigns: Promote the hotel during peak tourism periods (e.g., Kansas State Fair, sports tournaments) with targeted marketing. Collaborate with regional tourism boards to cross-promote Topeka as a destination.
• Local Business Partnerships: Work with Topeka restaurants, breweries, and shops to offer guest discounts or curated “Taste of Topeka” packages, keeping visitor spending local.

These strategies align with the city’s goal of boosting tourism, with projections suggesting significant economic benefits, though competition from hotels like the Cyrus Hotel, known for luxury and awards, requires differentiation Cyrus Hotel Website.3. Innovative Guest ExperiencesTo stand out, Hotel Topeka could offer unique amenities and services:

• Pet-Friendly Focus: Enhance the hotel’s existing pet-friendly policy by adding a dog park, pet spa, or pet-themed events, appealing to travelers with pets, especially given Topeka’s lack of pet-centric hotels.
• Wellness Offerings: Introduce a spa, yoga studio, or fitness center with classes led by local instructors. Partner with health-focused businesses to offer wellness retreats, tapping into the wellness tourism trend.
• Cultural Programming: Host live music, art exhibitions, or storytelling nights featuring local talent. A “Kansas Nights” series could showcase regional musicians, poets, and historians, fostering community pride.
• Tech-Enhanced Stays: Offer virtual reality tours of Topeka attractions in guest rooms or a mobile app for seamless check-in, dining reservations, and local recommendations.
• Family-Friendly Features: Add a kids’ club, indoor pool, or game lounge to attract families visiting for sports tournaments or vacations. Partner with the Topeka Zoo for exclusive guest perks.

These innovations could differentiate Hotel Topeka from competitors, enhancing guest satisfaction and repeat visits, as seen in positive reviews for other Topeka hotels Yelp - Top 10 Best New Hotels in Topeka.4. Ownership and Operational ModelsGiven the city’s intent to sell, ideas include:

• Competitive Sale Process: Conduct a transparent bidding process, prioritizing buyers with proven hospitality experience and a commitment to Topeka’s economic goals. Include clauses ensuring the hotel remains operational for a set period post-sale.
• Public-Private Partnership (PPP): Consider a PPP where the city retains partial ownership while a private operator manages renovations and operations, reducing financial risk and ensuring community input.
• Developer Incentives: Offer tax abatements, low-interest loans, or infrastructure support to attract developers, highlighting the hotel’s economic projections and strategic location.
• Lease-to-Own Option: Lease the hotel to an operator with an option to purchase after a set period, allowing the city to monitor performance during the transition.

Recent discussions, as of July 2025, indicate the city is vetting offers, with six offers on the table as of March 2025, suggesting progress toward a sale WIBW - Hotel Topeka discussions continue.5. Community Integration and Social ImpactTo serve as a community hub:

• Job Creation: Prioritize hiring local residents, including underrepresented groups, and offer training programs in hospitality. Partner with Washburn University for internships.
• Nonprofit Partnerships: Dedicate meeting space for nonprofit events at reduced rates, supporting organizations like the Topeka Rescue Mission.
• Affordable Housing Tie-In: Repurpose unused space for affordable housing if renovations reduce room count, addressing Topeka’s housing needs.
• Public Spaces: Open a coffee shop or coworking lounge to residents, creating a mixed-use environment.
• Education and Culture Hub: Host lectures and exhibits in collaboration with the Brown v. Board of Education National Historic Site, reinforcing Topeka’s legacy.

These efforts could address public skepticism by demonstrating community benefits, as seen in the split council votes on funding CJ Online - Topeka leaders OK more funding for Hotel Topeka.6. Marketing and Branding StrategiesA strong brand identity is crucial:

• Rebranding: Rename the hotel, such as “Heartland Topeka Hotel,” emphasizing Kansas roots.
• Digital Marketing: Invest in a robust online presence, including social media and partnerships with travel booking sites.
• Influencer Partnerships: Invite travel bloggers to share experiences, targeting younger travelers.
• Loyalty Program: Create a local loyalty program for repeat guests.
• Storytelling Campaign: Market the transformation as a symbol of Topeka’s resurgence, using testimonials from locals and guests.

These strategies could enhance visibility, especially given the hotel’s current outdated image Tripadvisor - The 10 Best Hotels in Topeka.7. Financial and Risk ManagementEnsuring viability:

• Grant Funding: Apply for tourism and preservation grants to offset renovation costs.
• Phased Renovations: Spread upgrades over phases to manage costs.
• Revenue Diversification: Generate income from event rentals, dining, and retail.
• Risk Mitigation: Conduct market analysis to ensure demand projections are realistic.
• Transparent Reporting: Regularly update the public on progress to maintain trust.

The city’s $11 million investment, including recent funding approvals, underscores the need for careful financial planning CJ Online - Topeka leaders OK more funding for Hotel Topeka.8. Addressing ChallengesTo overcome hurdles:

• Council Skepticism: Present data-driven projections and success stories from similar projects.
• Competition: Differentiate by targeting mid-tier convention travelers and families, emphasizing larger meeting spaces.
• Maintenance: Allocate funds for basic upkeep to prevent deterioration.
• Political Risks: Engage stakeholders early to avoid perceptions of backroom deals.

Recent council votes, such as the 7-3 split on additional funding, highlight ongoing debates CJ Online - Topeka leaders OK more funding for Hotel Topeka.9. Long-Term VisionThe ultimate goal is a self-sustaining hotel:

• Downtown Revitalization: Position as a centerpiece for broader redevelopment, aligning with Momentum 2027.
• Regional Destination: Market Topeka as a Midwest gem, leveraging proximity to Kansas City.
• Legacy Project: Host a grand reopening with national media coverage to symbolize resilience.

Implementation RoadmapA proposed timeline:

• 2025–2026: Finalize renovation plans, secure funding, and begin upgrades.
• 2026: Launch marketing, test amenities, and open bids for operators.
• 2027: Complete renovations, reflag, and finalize sale with community-focused contracts.
• 2028 and Beyond: Monitor impacts and support the new operator.

Financial Impact Table

Item	Amount	Purpose
Purchase Price	$8,573,600	Initial acquisition in 2023
Operational Costs (as of April 2025)	$2,664,542	Maintenance and operations
Recent Funding Request	$34,216.74	Repair of York chiller
Total Spent (as of April 2025)	$11,238,142	Combined purchase and operations

This table reflects the city’s investment, highlighting the need for strategic financial planning to ensure sustainability.ConclusionThe best outcome for Hotel Topeka is a revitalized, privately operated hotel that drives economic growth, enhances tourism, and serves the community. By implementing a comprehensive strategy covering renovations, marketing, community integration, and financial management, the city can achieve its goals while addressing challenges. Recent progress toward a sale, as of July 2025, suggests an opportune moment to refine and execute these ideas, ensuring Hotel Topeka thrives as a sustainable, inclusive asset.